Thriving at work
Presenter:
Anne-Kathrin Kleine, LMU Munich
Co-authors:
Hannes Zacher, Leipzig University
Cort C. Rudolph, Saint Louis University
Thriving at work
Vitality at work Learning at work
+
Thriving at work
• A work environment that is energizing and
motivating for employees
• Employees have the resources and support they
need to stay healthy and productive
Vitality at work
• A work environment that allows acquiring
new knowledge and skills
• Involves formal training (participating in
digital or in-person seminars, reading books or
industry publications) and informal
conversations with colleagues or mentors
Learning at work
+
(Porath et al., 2012; Spreitzer et al., 2005)
Members’
thriving at work
Why it matters
Findings from ”Thriving at work: A meta-analysis” (Kleine et al., 2019)
Increased job satisfaction
• Thriving members are more
likely to find their job satisfying
and meaningful
• Thriving promotes work
engagement
1
Increased productivity
• Thriving members are more likely to be
productive and engaged in their work
• Thriving is positively associated with increased
efficiency and greater success for the company
2
Thriving: Why it matters
Findings from ”Thriving at work: A meta-analysis” (Kleine et al., 2019)
Improved health and well-being
• Thriving leads to improved
physical and mental well-being
• Thriving members take fewer
days off due to illness
3
Thriving: Why it matters
Findings from ”Thriving at work: A meta-analysis” (Kleine et al., 2019)
Higher job security
• Thriving members are more likely
to stay with a company for a longer
period of time
• Thriving reduces turnover
intention and promotes a stable
workforce
4
Thriving: Why it matters
Findings from ”Thriving at work: A meta-analysis” (Kleine et al., 2019)
Enhanced company culture
• Thriving members are more likely to
work together
• They are more motivated to
collaborate, which can result in
better team performance and a
more positive environment
5
Thriving: Why it matters
Findings from ”Thriving at work: A meta-analysis” (Kleine et al., 2019)
Increased job satisfaction
Vitality Learning
Increased productivity
Improved health
Less turnover
Better company
culture
Obvious! … So what’s
special about thriving at
work?
Vitality and learning as interconnected forces
“Vitality [Yin] and
learning [yang] can be
thought of as
complementary (rather
than opposing) forces
that interact to form a
dynamic system in which
the whole is greater than
the assembled parts.”
Vitality
Learning
(https://en.wikipedia.org/wiki/Yin_and_yang)
Balancing employee vitality and learning at work
The “unchallenged”
member
Strong bond to the
team, organization,
and task; but rarely
new challenges
Learning
Vitality
(Kleine et al., 2022)
Ø Decreased job satisfaction due to limited personal and professional development
Ø Decreased productivity due to lack of motivation and no long-term goals
Ø No short-term effects on well-being and health (?)
Ø Increased turnover intention - “quiet quitting” to avoid conflict
Balancing employee vitality and learning at work
The “overwhelmed” member
Undertaking a new position,
working in a new team, or
completing completely new
assignments
Vitality
Learning
(Kleine et al., 2022)
Ø Decreased job satisfaction due to feelings of being overwhelmed (not fit for the job)
Ø Decreased well-being and health due to insecurity, frustration, and shame
Ø Increased turnover intention to save resources
So how to balance vitality and learning at work?
Learning
Vitality
Thriving at work: A collective
effort (Goh et al., 2021)
Leadership
Teams
Individuals
Transformational leadership
Leader-member-exchange
Servant leadership
Authentic leadership
Organizational
structure and work
characteristics
Training opportunities
Flexible working
Recognition
Opportunities to work beyond retirement
Climates of trust and civility
Social support
Heedful relating
Work demands and resources
Professional relationships
requiring exchange
Individual differences (pro-social, pro-active, core self-
evaluations, emotional stability, future self views)
Thriving at work: A collective effort (Goh et al., 2021)
Leadership
Teams
Individuals
Organizational
structure and work
characteristics
Thriving at work as a socially
embedded phenomenon
Individuals are not thriving
in isolation!
Starting points: Transformational leadership
• Idealized influence: Acting as a
positive role model
• Inspirational motivation:
Communicating a vision that
brings meaning to the work team
• Intellectual stimulation: setting
challenging goals and allowing to
take risks
• Individualized consideration:
special attention to the needs of
every individual in the team
(Burns, 1978; Bass, 1999; Transforming transformational leadership | Lesley Hayes | TEDxBrentwoodCollegeSchool)
Leaders own WHY,
members own HOW
Starting points: Servant leadership
(Transforming transformational leadership | Lesley Hayes | TEDxBrentwoodCollegeSchool)
Knowing when to stand up …and when to sit down
"Do those served grow as persons? Do they, while being served, become healthier, wiser,
freer, more autonomous, more likely themselves to become servants?” (Greenleaf, 2007)
Transformational and servant leadership: Trickle-
up and trickle-down effects
Leadership
Teams
Individuals
Organizational
structure and work
characteristics
Transformational and servant leadership
Recognition
Climates of trust and civility
Social support
(Tang et al., 2022)
Core self-evaluations, future self views
Two-minute reflection
Have you recently observed positive trickle-up and
trickle-down effects of transformational and
servant leadership in your organization? Also
think about their direct and indirect impact on
individuals’ vitality and learning at work.
Leadership effects: The roles of team dynamics
and leader consistency
(Tang et al., 2022)
L
M1
M2
M2’s observation of
leader-member-exchange
quality of M1 and L
influences affiliative
behavior towards M1, L,
and others in the team
Leadership effects: The roles of team dynamics
and leader consistency
(Hooper & Martin, 2008; Kleine, Zacher, & Rudolph, in preparation)
L
M1
M2
Time
Leadership
style (e.g.,
trans-
formational)
Consistent leadership
Inconsistent leadership
Within-team
Across time
Ø Short-term effects on vitality, learning
Ø Longer-term effects on performance, health, turnover
Working remotely: Chances and
challenges for thriving at work
• Chances associated with increased autonomy due to high
working flexibility
• Challenge of balancing work demands and resources
• Challenge of sustaining meaningful work-related
connections and exchange
• Challenge of designing effective training opportunities
Working remotely: Chances and
challenges for thriving at work
1. Establish clear expectations
• setting clear expectations from
the start
• should be clear how often team
members should check in, how
work should be completed and
who is responsible for what tasks
2. Encourage collaboration
• using tools like virtual meetings,
video conferencing and team
messaging boards to keep
everyone involved and updated
3. Create a community
• building relationships through
regular check-ins
• social activities
• support relationship-building
outside the office (e.g.,
coworking)
(Porath et al., 2022; Rodighiero et al., 2022; Spreitzer & Hwang, 2019)
Working remotely: Chances and
challenges for thriving at work
4. Prioritize communication
• encouraging team members to be
open and honest with each other
5. Provide support
• providing tools and resources
needed to be successful
• access to technology, training and
support
6. Promote work-life balance
• encouraging employees to take
breaks and set boundaries to help
them maintain a healthy balance
(Porath et al., 2022; Rodighiero et al., 2022; Spreitzer & Hwang, 2019)
One final practical
suggestion…
Final practical suggestion
How’s your learning level?
Do you feel your learning
needs are fulfilled at work?
How’s your vitality level? Do
you feel alive and energized
at work?
Weekly vitality and learning check-ins
(manager-employee interaction or in team)
DALL-E: “team members talking with each other about their
vitality and learning at work on the moon in a circle, digital art”
Considering means to increase vitality,
learning, or both
(Risley, 2020)
Reflection time (take-home)
Please think along – how much do you agree with the below statements?
1. Expectations regarding the frequency of check-ins are clear to everyone.
2. Task responsibilities are clear to everyone.
3. All team members are involved in team processes and immediately updated about relevant decisions.
4. Virtual team meetings run smoothly.
5. Social events take place on a regular basis.
6. All team members are well connected.
7. Team members’ efforts are recognized.
8. Team members communicate open and honest with each other.
9. Team members are equipped with the technical tools necessary to complete their work tasks.
10. All team members have the opportunity to participate in trainings.
11. There is a good work-life-balance among members of the team.
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